Though beyond the scope of housing, retail amenities are an important determinant of quality of life for residents of all income levels. Investing in commercial retail at 63rd and Cottage Grove, including a grocery store, coffee shop, dry cleaners, bakery and restaurants, would appeal to current and prospective residents alike. These investments should be considered priorities in order to ensure that the ÒbrandÓ of the revitalization efforts in Woodlawn represents the whole set of planned initiatives.
Category Archives: Goal IV: Develop Responsibly
Establish relationships with Section 3 business concerns and promote hiring of Woodlawn residents
The Chicago Housing Authority also maintains a regularly updated list of businesses with contact information that claim to be Section 3 business concerns that are potential partners as well (CHA, 2013e). A Request for Qualifications and/or Request for Proposal could identify businesses and organizations that actively hire in Woodlawn and would be interested in the potential partnership.
Partner with a workforce development intermediary to develop workforce in Woodlawn to complement all Choice work;
The first local economic development initiative calls on POAH to partner with a workforce development intermediary to successfully develop HUD Section 3 business concern in Woodlawn for performing work on all Choice Neighborhoods construction projects, including the redevelopment of Grove Parc Plaza, development of off-site replacement housing, planned commercial developments, and any development associated with the Small Building Initiative. This is, of course, already an interest of POAH, but the formation of a partnership with an intermediary or a firm would improve the effort. One such organization is 180 Properties, a joint venture between the workforce intermediary Cara Program and Mercy Housing that provides intensive job training to hard-to-employ workers for inspecting and maintaining vacant properties.
Partner with other neighborhoods to use NMTC program to get construction loan to rehab two- to four-unit properties for sale or rental
A second more expansive local economic development initiative would develop for-sale housing with New Market Tax Credits that has been demonstrated in Ohio. Examples include the Columbus Housing Partnership that weathered the recession in 2008, and previous projects by Vintage Development Group and Zaremba, Inc., in Cleveland. By providing a construction loan to a business located in a qualifying low-income census tract, tax credits can be used to finance the development of for-sale housing (Anderson, 2008). Because of the necessity of having a large project to raise capital using tax credits, the focus would need to expand beyond the approximately 200 two- to four-unit homes in Woodlawn to include homes in additional communities. There would also need to be a qualifying developer located in Woodlawn with sufficient capacity to take on the construction loan, which presents an easy tie in with the expansion of local Section 3 business concerns. This would present a systematic way to leverage large amounts of capital at discounted rates and capture the economic development impacts for the benefit of residents.
Develop concentrated shallow-subsidy scattered site rental housing using the LIHTC program and 203(k) loan program, offering as many as possible for sale (as limited equity co-ops or pure sale) after 5-15 years
The first recommendation is to develop two- to four-unit buildings into scattered site affordable housing with shallow LITHC subsidies, and offer up all for deed-restricted purchase after 15 years. Case studies show that the LIHTC subsidy is often very successful in renovating scattered site housing in weaker markets, partially because the shallow subsidy of LIHTC developments (50%-60% AMI) are received more positively than the deeper subsidy of Section 8 vouchers (Thomas & Dewar, 2013). Viewed not as a substitute but a complementary development strategy, LIHTC development could add income diversity to the neighborhood that hopefully would counteract the negative connotation that affordable housing has. Affordability would be viewed in relation to the resident. The opportunity to purchase houses (or individual units) through a limited-equity co-op would encourage greater resident stability and provide an opportunity for building wealth
The second recommendation is to develop two- to four-unit buildings into scattered site affordable housing through the 203(k) loan program, and making them available for purchase. These units would be restricted to households at or below 80% AMI, and like the LIHTC program, would provide a more shallow (supply-side) subsidy that should be positioned as complementing existing affordable housing options. If the program allows, the units could also be sold as limited-equity co-ops. Use of the 203(k) program for rental housing is only available, however, to a non-profit developer.
Joint participate in loans to non-profit developers, for-profit developers and joint ventures for developing two- to four-unit buildings into rental housing (with eventual for sale)
To address the gap in financing that exists for rental housing developers of two- to four-unit buildings, the Small Building Initiative should jointly participate in providing loans to non-profit developers, for-profit developers and joint ventures of the two. Identifying an experienced non-profit to develop homes under the 203(k) loan program would be difficult, potentially even more so with the requirement that all homes are limited to 80% AMI. Rent-to-own strategies for 80% to 120% AMI would be eligible for these additional loans. Support of for-profit developers would be accompanied by safeguards that require effective property management and Fair Housing for Housing Choice Voucher recipients. The inclusion of joint ventures can allow non-profits to gain development experience in partnership with for-profit partners, a practice that was effective in Philadelphia (Kromer, 2000). Providing developers better access to financing will encourage the participation of more financial intermediaries, who are useful for shifting investment strategies from generating cash flow to creating long-term asset growth.